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Stirling Council

Planning Service Annual Report

Planning Performance Framework 2017-18

Stirling Council: Planning Service Annual Report 2017/18 Planning Performance Framework

Contents

Forward

Page 3 Highlights

Page 4 Introduction

Page 7 Part 1 – Demonstrating a high-quality planning service

Quality of Outcomes

Quality of Service and Engagement

Governance

Culture of Continuous Improvement

Page 20 Part 2 – Performance Update (including National Headline Indicators & Official Statistics)

Development Management

Enforcement

Development Planning

Development Land

Page 31 Part 3 – Service Improvements

Page 35 Workforce information

Page 35 Planning Committee Information

Page 37 Appendix A – Supporting Evidence

Page 38 Appendix B – Corporate Structure


Forward Cllr Alasdair MacPherson, Chair of Planning and Regulatory Panel

In Stirling our aim is to ensure that the

planning system can support sustainable

economic growth as well as protecting our

environment and encouraging local

communities to get involved in planning.

2017-18 has been a busy year for us with a

continued increase in planning

applications and the near completion of

the second LDP for Stirling. With this

background of increasing work,

performance across most of our indicators have improved. Timescales to

determine planning applications have modestly quickened but we

recognise that to be ‘open for business’ we need to make further

improvements during 2018-19.

The City Deal for Stirling and Clackmannanshire was also confirmed and

this promises an exciting period ahead to secure a sustainable, vibrant

economic future for the area. The work of the Planning Service will be

pivotal and crucial to delivering the City Deal in future years. Ensuring that

the Planning Service is fit for purpose and performing to the highest level

has never been more important.

Positioning the Planning Service so that we are able to play our full role in

delivering the City Deal to maximum impact has been led by the

preparation and implementation of an Improvement Plan. The

Improvement Plan was approved in December 2016. In developing the

Improvement Plan our work and practices were critically reviewed looking

at evidence from the Planning Performance Framework (PPF) 5. This

identified some areas of strength and also areas where improvements can

be made. This, together with seeking the views of customers through

survey, led to the identification of 20 action packages to bring long term

improvement that have been implemented in 2016-17. The Improvement

Plan covers the work of all of the Planning Service, but has a focus on

providing for quicker and more reliable planning application decision

making and improving our customer service.

We have already started to see some improvements in performance,

customer satisfaction and efficiency. Some of the areas where we expect

will bring about the most benefit (for example, going fully digital in our

development management process) were only introduced late in 2017 and

so their full impact will not yet be fully apparent. We are expecting to see

more significant improvements being evidenced in 2018-19.

This is our seventh PPF. As with last year the PPF has been influenced by

the Improvement Plan and the views of stakeholders – councillors,

architects, developer and the community – on how we are performing as a

Planning Service. This has brought about a new culture of performance

management with our customers at the heart of driving our improvements.

For the first time this PPF and the comments of the Scottish Ministers on

PPF 6 will be reported to committee who will be able to scrutinise

performance and influence the shape of PPF 8 for next year.

By critically reviewing our performance with customer service at the

centre, I am quite clear that this will deliver improved performance

resulting in real results for the benefit of the Stirling Council area and our

communities.


HIGHLIGHTS

2017/18

MORE

decisions made

18% increase since 2015

22/23 improvement

actions completed or partially completed

Big

INCREASE

in number of legacy applications cleared

NEW

Pre-application advice service launched

QUICKER

decision timescales

Householder applications determined quicker than

national average

DURIESHILL

application submitted


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Introducing

…the Planning Performance Framework

The planning performance framework was introduced by planning

authorities in 2012. Developed by Heads of Planning Scotland and

supported by the Scottish Government the framework captures key

elements of a high-performing planning service, such as:

speed of decision-making;

certainty of timescales, process and advice;

delivery of good quality development;

an overall ‘open for business’ attitude.

The framework gives a balanced measurement of the overall quality of the

planning service and contributes towards driving a culture of continuous

improvement.

All planning authorities, strategic development plan authorities and seven

key agencies prepare a Planning Performance Framework (PPF) report on

an annual basis and receive feedback from the Scottish Government. PPF

reports contain both qualitative and quantitative elements of performance

and set out proposals for service improvement. They also report on a set

of Performance Markers which were agreed by the High Level Group on

Planning Performance in 2013.

1 The remit of the High Level Group on Planning Performance includes supporting improved

planning performance and linking performance with planning fees. The Scottish Government and the Convention of Scottish Local Authorities (COSLA) co-chair the group with the remaining members comprising: Heads of Planning Scotland; the Society of Local Authority Chief Executives; the Society of Lawyers and Administrators in Scotland and the Royal Town

Planning Institute.

…the Stirling Council Planning Service

The Planning Service in Stirling Council has two teams: Development

Management and Planning & Policy. Together these teams work to deliver

integrated outcomes.

We are a compact service that focuses upon work that fulfils our statutory

planning duties, but we also work closely with other Council services to

deliver corporate objectives related to economic development,

sustainability, transportation and affordable housing delivery, working

collaboratively on a range of corporate strategies. We also deal with

managing and promoting our historic environment.

The Planning Service is managed alongside the Building Standards Team.

We are part of the Council’s Infrastructure Services and under a

management team that includes sustainability, transport planning, council

infrastructure planning and Environmental Health. This grouping of

services provides great opportunity to ensure integrated working to deliver

the recently announced City Region Deal.

A Planning Service Improvement Plan (see section D1 and Part 3), approved

December 2016, continues to be central to the efforts of the Service to

improve performance.

Appendix 2 – Corporate Structure


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Scottish Government Feedback 2016/17

Stirling Council’s sixth Planning Performance Framework Report, covering

the period April 2016 to March 2017, was submitted to Scottish Ministers

in July 2017. In December 2017, the Minister for Local Government and

Housing provided feedback on the report based around the 15

performance markers agreed by the High Level Group on Planning

Performance. Red, Amber or Green ratings were awarded based on the

evidence provided, giving an indication of performance and the priority

areas for improvement action.

The following graphic (Table 1) illustrates that, for 2016/17, the Scottish

Government rated us green against nine performance markers; amber

against two while our performance in relation to two of the performance

markers was rated red.

We received red ratings in relation to decision-making timescales (PM1),

as timescales for determining planning applications increased (with the

exception of householder applications) and were slower than the Scottish

average, and for applications with legal agreements (PM4).

Part 2 of this Planning Performance Framework Annual Report details the

rating given for each performance marker last year (2016-17); the feedback

received from the Scottish Government; and a summary analysis of how

the Council is performing 12 months on.

Scottish Government Feedback: https://tinyurl.com/yaqt7way

https://tinyurl.com/yaqt7way


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Table 1 Performance Markers: RAG rating 2013 – 2017

Driving Improved Performance

1. Decision-making

2. Processing agreements

3. Early collaboration

4. Legal agreements

5. Enforcement charter

6. Continuous Improvement

Promoting the Plan-led System

7. Local Development Plan

8. Development Plan Scheme

9. Member engagement

10. Stakeholder engagement

11. Policy advice

Simplifying and Streamlining

12. Corporate working

13. Sharing good practice

Delivering Development

14. Legacy sites

15. Developer contributions

2013 4 7 2

2014 5 6 2

2015 10 4 1

2016 11 4 0

2017 9 2 2

2013 2014 2015 2016 2017 2013 2014 2015 2016 2017 2013 2014 2015 2016 2017 2013 2014 2015 2016 2017

2013 2014 2015 2016 2017 2013 2014 2015 2016 2017 2013 2014 2015 2016 2017 2013 2014 2015 2016 2017

2013 2014 2015 2016 2017 2013 2014 2015 2016 2017 2013 2014 2015 2016 2017 2013 2014 2015 2016 2017

2013 2014 2015 2016 2017 2013 2014 2015 2016 2017 2013 2014 2015 2016 2017


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Part 1 – Demonstrating a high-quality planning service

The Planning Performance Framework Annual Report aims to provide both

quantitative and qualitative evidence to illustrate the performance of the

Planning Service over the past 12 months, with a focus on our

improvement journey.

Part 1 of the Planning Performance Framework Annual Report seeks to

document the qualitative story of the past year’s performance, supported

by case studies.

The narrative is structured around the following four themes:

A: Quality of Outcomes – Demonstrating the added value delivered by

planning;

B: Quality of Service and Engagement – Demonstrating positive actions to

support sustainable economic growth, initiatives to work consistently with

stakeholders and deliver a positive customer experience;

C: Governance – illustrating how structures and processes are

proportionate, effective and fit for purpose;

D: Culture of Continuous Engagement – improvements and changes in the

last 12 months.

A. Quality of Outcomes

A1. Case Study: Durieshill – Stirling’s new settlement

Durieshill was identified as a ‘Major Growth Area’ through a second

alteration to the Stirling Local Plan in 2006. The new settlement, to include

2500 new homes, new education and community facilities, commercial

and employment uses forms a significant part of the housing land supply

but, 10 years on from being allocated, was no nearer being delivered.

The establishment of a cross-service ‘Infrastructure Delivery Working

Group’ at the start of 2016 to assist in the delivery of key local development

plan sites coincided with Springfield Properties’ taking on Durieshill and

this case study demonstrates how the Planning Service has taken a pro-

active, collaborative approach to developing detailed proposals for

Durieshill at the pre-application stage.

Springfield first made contact with the Council in summer 2016 to make us

aware that they planned to take Durieshill forward and were in discussions

with the multiple landowners who owned the site. An initial meeting

between representatives of Springfield and council planning officers was

held in late July 2016, at which Springfield demonstrated their track record

in delivering similar sized developments in Scotland and a resolution was

made to work collaboratively in preparing a masterplan and getting the

proposal to planning application stage.

A tight timescale of December 2017 was set by the developer to submit an

application for Durieshill, with Springfield indicating that it was their

intention to submit a detailed application for the housing and retail and

commercial uses.

Two separate workshops a wide range of council services and key agencies

were held in November 2016 providing the opportunity for Springfield to

present their initial proposals and approach to the development and for

those attending to alert Springfield to any thoughts or concerns regarding


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the site. Meetings between Springfield and the council continued

throughout the first half of 2017, focusing primarily on the masterplan that

would sit alongside the planning application, during which time Springfield

were negotiating options with the landowners.

At key meeting in summer June 2017, Springfield presented a draft

masterplan at which stage the council proposed involving the Architecture

and Design Scotland (A+DS) Design Panel. The council recognised that new

village was being created, and it was therefore vital that placemaking

principles, previously established in Supplementary Guidance, were

followed in the masterplan and that independent expert scrutiny of the

plans could be beneficial.

Three workshops were held with A&DS in August 2017, October 2017 and

January 2018. This involved site visits, the Council setting out what they are

looking from for the site and the identification of the main issues arising

from Springfield’s draft masterplan and then Springfield responding to this

and presenting their proposals. The A&DS panel gave useful feedback in

landscape strategy and design, the urban design framework and active

travel and transport connections.

A number of key outcomes from the process are reflected in the planning

application submitted to the council on 20 December 2017, including the

relocation of the proposed community campus to the village ‘core’. As an

intermediary, A+DS helped to facilitate useful dialogue between the

developer and the council and they also submitted a detailed response to

the planning application, as the third workshop was held after its

submission.

“Durieshill is a key project for Stirling. To deliver a project of

this scale requires a number of parties across all sectors to

work together positively. Stirling Council to date have taken

a proactive approach in working together with Springfield

Properties and other stakeholders. We have welcomed

Stirling Council’s approach in dedicating resources and

input into the master planning and detailed design process

from the outset. The regular dialogue with the Stirling

Council continues as we move positively forward towards a

determination later this year”.

David Jewell

Head of Land (Central), Springfield Properties PLC

Case Study Durieshill – Pre-application

Themes A: Quality of outcomes B: Quality of services and

engagement C: Governance

D: Culture of continuous improvement

Performance Markers 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15

Key Areas of Work Design / Masterplanning / Collaborative Working / Placemaking

Stakeholders Stirling Council Officers / Springfield Properties / Architecture & Design Scotland

Project Lead Emma Fyvie


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A2. Case Study: Forthside – an enduring Masterplan

Forthside sits between Stirling’s railway station and the River Forth and has long been a key location in Stirling. Formerly a private estate with a fine Georgian mansion, the expansion of the Scottish Central Railway in the 1840s led to the industrialisation of Forthside and in the 1880s, The Ministry of Defence acquired the site. The Royal Army Ordnance Corps expanded the existing network of sidings and buildings to form a busy military complex which was a key resource for the army in the run up to and during both World Wars.

Following the closure of the army base and sale of the site in the 1990s,

the area was largely cleared, with only the most important buildings left

standing. It became a key regeneration site and an opportunity to

reconnect the city centre with the River Forth. Stirling Council first

approved a set of guiding principles in 1996 – an outline development

framework to guide the future development and use of the site.

A comprehensive Masterplan for Forthside was approved in 2004 and

adopted as statutory supplementary guidance alongside the local

development plan in 2014 but only some elements of the original vision for

Forthside have been developed in the past 20 years. A City Region Deal for

Stirling, however, looks set to kick-start the development of the remainder

of the Forthside area, creating a vibrant new public space.

Engine Shed

A long standing principle for Forthside has been the retention and re-use of many of the stone buildings. Scotland’s National Building Conservation Centre – The Engine Shed – was officially opened in June 2017 and is a key development at Forthside. A learning and visitor resource, it is home to Historic Environment Scotland’s building conservation research and education facility, which will share its world class expertise with national and international partners in building conservation.

With sustainability at the heart of the building’s conservation, the former Ministry of Defence munitions store has been respectfully adapted, retaining much of the original fabric and character of the original building while demonstrating how traditional materials can be used in a modern context in two extensions, also incorporating modern technologies to enhance its energy efficiency. Recently, The Engine Shed was named one of the best new buildings in Scotland at the Royal Incorporation of Architects in Scotland Awards and awarded ‘Best Building 2018’ and ‘Best Use of Stone’ at the Stirling Society of Architects Design Awards.

The Barracks

Alongside the Engine Shed, work began in November 2017 on the conversion of the former Barracks buildings at Forthside. The Robertson Trust – Scotland's largest independent grant-making charitable Trust – is investing £3.6 million to create a new third-sector hub.


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The Barracks development comprises five buildings, three of which are

being developed by The Robertson Trust in partnership with Stirling

Council (the other two buildings were converted into offices five-years

ago). Robertson House Stirling will offer a 200 seat conference facility as

well as meeting rooms, exhibition space, shared office space and an on-site

cafe. High quality, low cost office accommodation will be made available

to charities, voluntary organisations and social enterprises.

The first phase of the building comprises fabric and repair works to the

derelict buildings – which were placed on the Buildings at Risk Register in

2009, with a programme of works running until April 2018. The fit out

phase which will follow is expected to run until December 2018. The end

result will be three revitalised buildings offering state-of-the-art facilities

for Scotland’s Third Sector, while helping to regenerate the surrounding

Forthside area.

City Deal

A City Deal for Stirling was first announced in the 2016 Autumn Statement.

The bid was founded on a City Development Framework - a major

programme of investment for Stirling designed to build on Stirling’s world-

class assets and re-position it as a major economic and cultural player.

Included as the signature project within the City Development Framework,

proposals for Forthside aspire to make the area a more attractive

destination, increasing footfall and enabling the River Forth could become

an active part of the city once again. A new public sector hub and visitor

attraction to complement the Engine Shed are the main elements of the

revised plan for Forthside.

With the conversion of the Engine Shed, the Barracks close to completion,

the added impetuous of the Stirling City Region Deal places significant

focus on the area. The work updating, and expanding the scope, of the

Masterplan for Forthside will continue with an approach that works

collaboratively with various City Deal project teams within the Council,

and other significant land owners. Specifically, this is to help shape

ambitions relative to individual projects; provide an overview ensuring

awareness of the wider Placemaking agenda for the area as a whole; and

to help realise the ambition to deliver an attractive, cohesive, mix-use,

new city quarter.

Work has also been ongoing with the Economic Development and

Transport teams, on specific background studies. These will help inform

potential Masterplan decisions relative to commercial viability of certain

potential uses, and options for a movement strategy for active travel and

vehicles across the site into the wider city network.

Case Study Forthside – an enduring Masterplan

Themes A: Quality of outcomes B: Quality of services and

engagement C: Governance

D: Culture of continuous improvement

Performance Markers 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15

Key Areas of Work Design / Masterplanning / Collaborative Working / Placemaking

Stakeholders Stirling Council Officers (Transport Planning, Economic Development), Landowners

Project Lead Dorothy Irvine


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B. Quality of Service and Engagement

B1. New approach to pre-application advice

Following much preparation our new pre-application service was officially

launched in January 2018. The table below outlines the extent of pre-

application activity in Quarter 4 of 2017-18. The driving objectives behind

the introduction of the pre-application service are to promote and

encourage early engagement between prospective applicants and the

Council, to provide a clearer understanding of the policies and other

material considerations which may face a specific proposal, to provide

clarity and greater certainty for such proposals. Overall, the pre-

application process is designed to underpin the Council’s frontloading

approach to development proposals to provide clear and consistent advice

before a planning application is received.

The pre-application advice service is highlighted on the Council’s website.

Advice can be obtained by completing the pre application form and

returning to the Council. On receipt, pre-application enquiries are given

their own unique number in the Council’s Uniform system, each case is

allocated to a specific officer and the aim is to provide a response to the

pre-application enquiry within 21 days of the enquiry having been

received. The benefits of pre-application advice for would be applicants is

four fold:

the opportunity to understand how policies and guidance will be

applied to a development proposal

the early identification of the need for specialist input

it may flag up the proposal is unacceptable which could save the

cost of submitting a formal application

potential reduction in time dealing with the formal application.

Use of the service is encouragingly high as evidenced by the table below

relating to Quarter 4 of 2017-18. One further benefit of the service is the

ability of the Council to much more accurately identify the extent of pre-

application enquiries than prior to the service’s introduction, giving a more

accurate reflection of the extent of pre-application engagement.

We are not currently hitting our target of closing pre-applications within

21 days. This has been due to some vacancies in the team and the

continuing high number of planning applications that we are handling. We

are taking steps to monitor and manage performance so that we improve

on pre-application timescales for 2018/19.

Total number received 103

Average date: registration to close 18 days

Percentage registered same day 93%

Percentage closed within 21 days of registration 65%

Themes

A: Quality of outcomes

B: Quality of services and engagement

C: Governance D: Culture of cont. improvement

Performance Markers 3

Key Areas of Work Development Management Procedures / Process Improvement

Stakeholders Planning Staff / Applicants / Developers / Agents

Project Lead Jay Dawson


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B2. Case study: Stirling Area Access Panel Collaborative Working

In the last 12 months we have worked alongside the Stirling Area Access

Panel (SAAP) to identify opportunities to enhance their role and input in

the development management process and in the delivery buildings which

are better suited to the needs of disabled and elderly people. Stirling has

a very active Access Panel, however, the detail they were providing in

response to planning application often raised many non-material

considerations it was not possible to address when assessing and

determining applications. This led to a situation where the Access Panel

felt decisions were being made that ignored disability legislation.

In the build up to meeting with

SAAP to address their concerns,

time was taken to review their

previous comments on planning

applications, to identify key themes

and issues, consider potential

improvements and develop

procedural changes within the

wider Planning and Building

Standards service. At the meeting in

November 2017 we were able to

discuss what can be considered as a

material planning consideration; outline the different stages at which the

panel had the opportunity to be involved, including the pre-application

stage, and the relevant roles and responsibilities of the Service.

A number of actions arose from the meeting which have been completed

and changes to the website and pre-application form (see XXX) better

publicised the panel, promoting early engagement outwith the

development management process. Officers now encourage applicants

and agents to discuss proposals with the panel at pre-application stage,

which is considered a more appropriate platform for comments to be

given, increasing the likelihood that these will be taken on board. This has

worked well, for example of a proposed redevelopment of the University

of Stirling Sports Centre https://tinyurl.com/y7hnjl5n

“This proactive contact by Planning officers seems to be

working and we are pleased with the notification and

consultation opportunities which it provides”.

Robert Dick

Chair, Stirling Area Access Panel

Overall it is hoped we have been able to put in place more positive and

effective procedures for involving the Access Panel in the development

process, with positive outcomes for the accessibility of buildings and open

space.

“Just a very quick note to say thanks for all your

help and input on this project over the last

couple of years…has been a pleasure working

with you on this site.”

Ian Gallacher, Director, Planning

Iceni Projects

https://tinyurl.com/y7hnjl5n


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Conserving and Enhancing the Historic Environment

Stirling’s unique geographical position in Scotland marked it as strategically important; a gateway to the north. As a result, the city has a wealth of internationally renowned built heritage assets, including Stirling Castle, the Wallace Monument and two of Scotland’s most significant battlefields; geography, geology and history are intrinsic to the character of the Stirling. Much of our historic environment is given statutory protection through specific designations. There are over 1500 Listed Buildings, 85 of which are Category A, 29 Conservation Areas, 12 nationally important Gardens and Designed Landscapes, and over 140 Scheduled Monuments in the Local Development Plan area. The Inventory of Historic Battlefields includes four sites in the Stirling area, marking them of national importance. In addition, the 6000 plus entries in the Stirling Sites and Monuments Record include a wide range of locally important undesignated features, structures and sites. Within the Planning Service we have two Conservation Officers and one Archaeologist who have a broad remit which recognises that the planning system has a key role to play in protecting, conserving and enhancing the contribution made by our heritage to place, cultural identity, quality of life and the economy, including tourism. The role of the Conservation Officers and Archaeologist extends far beyond having an input in the consideration of planning applications and includes: engagement with schools and further education and training, as evidenced by last year’s traditional building skills summer school (see B3); supporting Heritage Lottery applications; input into tourism and active travel, and public engagements and volunteering, the jewel of which are the annual free festivals Doors Open Day and Archaeology month.

B3. Forth Valley Traditional Buildings Forum Summer School

The Forth Valley Traditional Buildings Forum seeks to raise the profile of issues relating to traditional buildings and work in partnership to address these. Stirling Council is a member of the Forum and assisted in developing a

traditional building skills summer school programme for young people aged 16-18, hosted by Forth Valley College at the start of July 2017. The Summer School is aimed at young people who have an interest or wish to pursue a career in professions such as stonemasonry, joinery, roofing, surveying and architecture and seeks to address the shortage of skills in the traditional buildings sector, which is hugely important if we are to maintain and protect the our historic environment. We helped to develop a four-day programme and deliver a session on ‘Historic Buildings and Places’, looking primarily at listed buildings and conservations areas; how they are designated and protected; what makes them special; and how traditional materials and skills contribute to their character and sustainability.


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C. Governance

C1. Inward investment training and Economic

Development meetings

A key strategy of the Council is to work with a wide range of stakeholders

and partners to help Stirling realise its full economic potential. In October

2017, Planning staff attended a day’s training on Inward Investment,

arranged by the Council’s Economic Development Service.

Adam Breeze of Breeze Inward Investment led the training and provided a

useful update on inward investment in the current economic climate. Key

learning points were that places need to move away from generic ‘invest

in anywhere’ campaigns and should target companies who are likely to

invest in their area as well as nurturing local businesses and start-ups. The

importance of the effective use of social media and of building

relationships and providing a high quality ‘one stop shop’ customer service

to potential investors were also highlighted as being key to success in

attracting investment to the area.

This Inward Investment training session highlighted the importance of the

Council’s economic development and planning services working closely

together to provide a high quality service to its customers. In 2017, 6

weekly meetings between planning and economic development

commenced. These meetings ensure that these services are better

connected and that information on prospective inward investment and

other economic development

This meeting follows on from discussions between Planning and Economic

Development seeking better connections between our services regarding

prospective new inward investment, job opportunities and also other

initiatives of joint interest.

C2. Community Council Forum 5

On 29 March 2018, the Planning Policy Team Leader presented at a ‘Forum

5’ meeting which consists of representatives from five of Stirling’s

community councils. The topic of the presentation was ‘How the Local

Development Plan will shape Stirling’.

The presentation set out the function of Planning and of LDPs before taking

a look at the planned growth for Stirling over the next 10-20 years and

beyond. It also covered the importance of placemaking in new

development and the pressure Stirling is under for unplanned growth. The

review of planning taking place at a national level was also covered.

This resulted in an engaging and lively discussion around Stirling’s future

growth with questions being asked about the high vacancy rate within city

centre retail units and affordable housing delivery.

C3. Working with Schools

Stirling Council’s Planning Service is keen to engage with young people and

in this regard the Planning Policy team leader attended two meetings with

school head teachers in February/March 2018; one for secondary schools

and other for primary schools. Given that Stirling Council is covered by two

planning authorities, a representative from the Loch Lomond and

Trossachs National Park Planning authority also attended.

A presentation was given detailing examples of how the planning service

can engage with school pupils of all ages to assist them in thinking about

their places. It was suggested that the Place Standard for young people

could be used to start such conversations. Whilst no events have taken

place as yet, it is planned to seek young people’s input into key projects


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that the planning service is working on namely, the Forthside masterplan

and use of the place standard to feed into the next LDP.

C4. Developers Contributions work

The Council is in the process of reviewing its Supplementary Guidance on

Developer Contributions. Growth identified in the local development plan

will have a significant impact on infrastructure in the Stirling area over the

next 10-20 years and beyond, particularly with regard to transportation

and education.

With regard to both Education and Transportation, a cross service and

cross sector approach led by the Planning Service has been taken in order

to ensure that a robust strategy is in place. At the start of the review

process, a Developers Forum was held to set out what the planning

service’s initial thoughts were around the review of the developer

contributions strategy. These representatives of the development industry

were given a presentation on some proposals and were given the

opportunity to discuss these in groups. Feedback was given which has fed

into the review process.

With regard to the review of Education developer contributions, an

internal cross service team led by Planning was set up consisting of officers

from education, assets, capital delivery, finance as well as planning. This

has proven to be a challenging process given that the system for projecting

school rolls into the future was started from scratch but the cross service

working has been invaluable, not only for the purpose of the developer

contributions strategy but also in ensuring that the issue of future

education estate is understood across the organisation and is tied to the

capital plan where necessary.

C5. Enterprise

September 2017 saw the Planning service roll out the introduction of the

Uniform Enterprise system for Development Management. The benefits

that are being gained from this are that the workflow model aids in

prioritising and managing tasks for individuals. It lists outstanding tasks for

the individual planning officers which are prioritised according to urgency

and importance using a colour coded traffic light system. Workload reports

allow managers to monitor and manage the workload of other users. The

objective in using this system is to provide performance improvements for

all planning applications.


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D. Culture of Continuous Improvement

D1. Planning Service Improvement Plan In December 2016 the Council published an Improvement Plan for the

Planning Service. This followed a critical review of performance, as

evidenced in PPF 5, stakeholder engagement and to ensure that the

planning service is fit for purpose to meet the challenges of the City Deal.

The Improvement Plan provides the basis for transformational change and

contains 20 action packages to meet the following priorities:

Work an integrated planning service to deliver strategic priorities;

Engage with applications and key consultees at an early stage

(Front-loading);

Efficient handling of planning applications to improve

determination timescales;

Ensure consistent standards and customer handling;

Minimising risk;

Providing a learning and developing environment.

It is recognised that the Plan represents a substantive work programme

that will take three years to fully implement. Many of the actions have

been implemented and some improvements are evident in this PPF, for

example around timescales for local developments. All but one of the 23

improvements identified for 2017/18 have been completed or partially

completed as evidenced in Part 3, with nine actions being fully complete.

It is also recognised that implementing the Improvement Plan requires the

diversion of resources and will involve some level of disruption to work

programmes; short-term performance set backs are anticipated and this

was evident in planning application decision timescales December –

February. Some of the most resource intensive actions took place in

2017/18, like moving to a full electronic development management system

involving lean processing that was introduced in January 2018. Partly

because of the temporary disruption due to these process overhauls

performance has not improved substantially through 2017-18. This was

anticipated in PPF 6. It is expected that the next phase of improvements

for 2018/19 will be less disruptive and there will be more substantive

performance improvement through 2018/19 evidenced from the process

improvements introduced late in 2017.

Planning Service Improvement Plan: https://tinyurl.com/StirlingPSIP

D2. Lunchtime Learning Sessions One of the specific actions set out in the Planning Service Improvement

Plan Phase 1 Action Plan for 2017/18 was the establishment of a rolling

programme of ‘show and tell’ seminars co-ordinated by a learning

champion. The first of these ‘Lunchtime Learning Sessions’ took place on

13 December 2017 on the subject of Housing Land Audits and subsequent

sessions have taken place about hutting and the Carbeth Estate and trees

and high hedges.

These one hour sessions provide the opportunity for all of the planning

service to come together to discuss and increase our knowledge and

awareness of specific planning issues.

https://tinyurl.com/StirlingPSIP


19

D3. Murray’s Lens Success

In October 2017, Stirling Council partnered up with The Lens Perspective –

an organisation that seeks to create new ways of thinking and working - on

an ‘intrapreneurship’ programme allowing staff to explore ideas for making

improvements to services. The programme gave staff the opportunity to

bid for investment in ideas, with a fund of £20,000 and training available

to help develop staff and their projects.

Our archaeologist, Dr Murray Cook, was successful in receiving funding for

his idea: ‘Maxing Our Past’ – a scheme to train local volunteers to act as

Stirling History Ambassadors. This great idea will add real value to the work

we collectively do supporting our built heritage, tourism and place based

well-being.

Watch Murray’s successful pitch: https://tinyurl.com/y8g6ovjb

D4. Leadership Course

Stirling Council has embarked on a Leadership Programme for its

managers. Key aims of the programme are to equip managers with the

knowledge and skills required to enable business transformation, high

performance and employee engagement. This is a 9 month long course

involving 6 days classroom based training, work shadowing, 360 degree

feedback as well as group and individual project work and is built around

the needs of the organisation.

One member of the management team started the Leadership Programme

in January 2018 and has found it to be particularly useful in her role.

Improving leadership skills will lead to a more successful planning service,

particularly in light of the significant changes to the development planning

system which are coming through the review of Planning currently

underway.

https://tinyurl.com/y8g6ovjb


20

Part 2 – Performance Update Including National Headline Indicators & Official Statistics

Development Management

Progress has been made on a number of areas in respect of performance this year. Decision making timescales for all categories of processing planning

applications have been reduced and there has been significant uptake of our pre-application processes.

We have introduced the Uniform Enterprise system as a workflow to aid the planning officers in structuring their priorities but also as an aid to managerial

staff to direct work and reduce potential for bottlenecks in the system. We have as of 1st January 2018 introduced a fully electronic method of working

thereby omitting paper files and making efficiencies in the system. Our Scheme of Delegation was modified such that our delegation rate has increased,

albeit the full effects of that change will not show until 2018-19. Exception reporting was also introduced, such that all applications exceeding 3 months are

now reviewed to analyse reasons for delay.

Indicators & Statistics 2015-16 2016-17 2017-18

Percentage of applications valid upon receipt new 51.2% 49%

Application approval rate 93.8% 94.2% 96.4%

Delegation rate 77.7% 80.5% 80.8%

Number of applications determined 736 790 811

PM1. Decision Making

2016/17 Our decision-making performance for the period April

2016 – March 2017 was rated red by the Scottish Government in their

feedback on PPF6. Timescales for determining major and local non-

householder applications had increased on the previous year and were

slower than the national average. In the case of major applications, the

average timescale for determining applications of 61.1 weeks was

significantly slower than the Scottish average of 37.1 weeks.

2017/18 Decision-making timescales for major developments, local

developments (non-householder) and householder applications all

decreased during the 2017/18. This was against a background of a greater

output of cases for the third consecutive year. However, the timescales for

major and local (non-householder) applications remain slower than the

Scottish average. Reducing average timescales remains a priority and it is

anticipated that further decreases on all three categories will be achieved

next year as the benefits which have been introduced during this year are

fully felt.

693732

688

736

790811

12/13 13/14 14/15 15/16 16/17 17/18

Number of applications determined


21

Major Development 2015-16 2016-17 2017-18 Major applications Timescales for major development remain relatively high because 4 of the 9 determined applications related to applications submitted in 2014 and 2016 prior to the introduction of processing agreements and new service standards. The average determination for major developments received in 2017-18 is 22 weeks. There is a mixed picture with performance on local developments when looking at weekly averages (improved) and the 2 month target (reduced). This reflects the service aligning itself to average time as being a more reliable performance indicator. It is expected that as improvements are felt in 2018/19 there will also be improvements in the 2 month period.

Number of decisions 5 6 9

Average number of weeks to decision 51.6 62.1 57.3

Local Development (non-householder)



< 2 months Percentage of decisions 56% 56% 47.3%


> 2 months Percentage of decisions 44% 44% 52.7%


Householder developments







14.9

53.9

97.3

51.662.1

57.361.153.8

46.437.8 37.1 33.6

12/13 13/14 14/15 15/16 16/17 17/18

Major Development applications (weeks)

Stirling Scotland

10.9

12.9

11.812.4 12.4

11.9

16.1

14.3

12.9

11.110.7

12/13 13/14 14/15 15/16 16/17 17/18

Local Development (non-householder) applications (weeks)

Stirling Scotland

8.7

7.4 7.5

8.3

7.5

7

8.1

7.77.5 7.5

7.3 7.3

12/13 13/14 14/15 15/16 16/17 17/18

Householder applications (weeks)

Stirling Scotland


22

Housing developments - Major


Average number of weeks to decision (Major) 21.7 26.8 61.9

Housing developments - Local







Business and Industry developments - Major


Average number of weeks to decision - 98.0 -

Business and Industry developments - Local








23

Listed Building and Conservation Area Consent

Number of Decisions 81 81 97


Advertisements



Hazardous substances consents


Average number of weeks to decision - 30.1 -

Other consents and certificates



EIA Developments


Average number of weeks to decision - - -

Local Reviews


Original decisions upheld (No. / %) 4 / 68% 4 / 57% 3 / 30%

Appeals to Scottish Ministers

Number of Appeals 4 8 8

Original decisions upheld (No. / %) 1 / 25% 3 / 38% 7 / 88%


24

PM2. Processing Agreements

Indicators & Statistics 2015-16 2016-17 2017-18 The use of Processing Agreements is explained on our website https://tinyurl.com/ycejpo4h Number and percentage of major applications subject

to processing agreement 1

(20%) 0

(0%) 5

(56%)

2016/17 Although none of the 6 major applications determined during 2016-17 were subject to a processing agreement, we were rated green by Scottish Government as all applications for major developments received after October 2016 were acknowledged as being subject to a processing agreement; processing agreements were promoted through pre-application discussions and the use of them publicised on the website. 2017/18 A marked improvement in securing processing agreements was achieved this year, largely due to a much more pro-active approach being taken on the part of the Council. Of the 9 major applications determined, 2 were of a considerable age, therefore the Council actually secured 5 processing agreements out of 7 possible within the reporting period.

PM3. Early Collaboration

Indicators & Statistics 2015-16 2016-17 2017-18 Our new approach to pre-application is described within section B1 of this PPF.

Number and percentage of applications subject to pre-application advice

257 208 88

(10.8%)

2016/17 Scottish Government’s feedback in relation to this performance marker noted we had made improvements to our pre-application processes, focusing on front-loading and a more planned and structured approach through the implementation of a two-tiered approach. A RAG rating of green was awarded. 2017/18 In the last 12 months we have introduced our new pre-application processes, commencing from January 2018. From January to March inclusive we have received 103 pre-application enquiries. As outlined previously in this report, the purpose of introduction of this new system is to promote early engagement, thereby offering clarity of advice and scope for reduction in processing times of applications for developers. While the figure of applications subject to pre-application advice may appear this year to be particularly low, it is considered that the figure is more accurate than previous years which recorded all pre-application submissions, irrespective of whether they resulted in planning applications and, as the new pre-application processes start to bed in, it would be expected that this figure will rise in future years.

https://tinyurl.com/ycejpo4h


25

PM4. Legal Agreements


Number (Major) 0 0 2

Average number of weeks (Major) - - 59.9

Number (Local) 5 4 3

Average number of weeks (Local) 28.3 41.1 122.9

2016/17 Last year saw the Scottish Government rate us red against this performance measure as the average timescale for local applications with legal agreements attached increased on the previous year and was slower than the Scottish average. 2017/18 A slightly greater number of legal agreements were completed this year. Disappointingly, the timescales taken to secure these legal agreements were extremely long. Accordingly, the Council is now approaching the processing of legal agreements in a more rigorous matter by seeking by emphasising to developers our Supplementary Guidance on the matter which expects the negotiations to be concluded within a six month period, which failing the Council reserves the right to reconsider any minded to grant decision.


26

Enforcement

Indicators & Statistics 2015-16 2016-17* 2017-18 The Planning Service’s Enforcement Charter was published in October 2016. https://tinyurl.com/ybj8wm4j

Time since enforcement charter published or reviewed (requirement: every 2 years)

1 year, 8 months

5 months 1 year,

5 months

Complaints lodged/Cases taken up 143 109 137

Breaches identified (no further action) 85 69 35

Cases resolved/closed 40 59 136

Notices solved 7 1 8

Direct Action new new 0

Reports to Procurator Fiscal 0 0 0

Prosecutions 0 0 0

PM5. Enforcement Charter

https://tinyurl.com/ybj8wm4j


27

Development Planning

The Proposed Local Development Plan was submitted to Scottish Ministers

during the previous Planning Performance Framework monitoring period,

in February 2017, and was at Examination with the Planning and

Environmental Appeals Division (DPEA) for the majority of the 12 months

to the end of April 2018.

The examination considered 64 issues arising from 390 unresolved

representations and included a full day’s hearing on in June 2017 to

consider housing land requirements. We responded to 23 further

information requests.

The report of the examination of was submitted to us by the DPEA on 24

November 2017. On reviewing the report, a series of errors were identified

relating to the calculation of housing land, including use of the wrong base

date information and some double counting of site capacities and past

completions. The DPEA was notified of these errors and on 15 December

2017, a post examination errata was issued by DPEA which acknowledged

the errors and provided a corrected housing land calculation table.

The upshot of the errors and corrections is a shortfall of 169 units in the

local development plan’s housing land supply, meaning it is not compliant

with Scottish Planning Policy. Meetings with both the DPEA and the

Scottish Government took place and legal advice sought on what options

were available to the Council moving forward. With no opportunity to

reopen the examination and identify additional land to remedy the

shortfall, or make any further changes to the plan other than those already

recommended by the Reporter or those inserted to correct errors made,

Officers recommended to Council on 3rd May 2018 that the local

development plan was adopted with the shortfall.

Members approved the recommendations and on 15 May 2018 we

published and submitted a modified Stirling Local Development Plan to

Scottish Ministers, notifying our intention to adopt the plan.

LDP webpage: https://tinyurl.com/StirlingLDP2

https://tinyurl.com/StirlingLDP2


28

PM7. Local Development Plan

PM8. Development Plan Scheme

Indicators & Statistics 2015-16 2016-17 2017-18 2016/17 We were rated green last year by the Scottish Government against Performance Marker 7 – Local Development Plan because the adopted plan was less than five-years old. 2016/17 We were also rated green last year by the Scottish Government against Performance Marker 8 – Development Plan Scheme as we were on course to replace the Local Development Plan within 5 years of adoption. As noted above, we have submitted a modified Local Development Plan to Scottish Ministers, notifying our intention to adopt the plan.

Age of local development plan at end of reporting period (requirement: < 5 years)

1 year, 6 months

2 years, 6 months

3 years, 6 months

Will the local development plan be replaced by its fifth anniversary according to the current development plan scheme?

Yes Yes Yes

Was the expected date of submission of the plan to Scottish Ministers in the development plan scheme changed over the past year?

Yes – later

No n/a

Were development plan scheme engagement/ consultation commitments met during the year?

Yes Yes n/a

PM11. Regular and Proportionate Advice

2016/17 For the last three years, the planning service has been

awarded a green rating for provision of regular and proportionate policy

advice to support planning applications. Responding to the previous PPF,

the Scottish Government noted that we were in the process of reviewing,

updating and consolidating our guidance.

During 2017/18 we have continued with this major review of our

supplementary guidance (SG). Seven revised SG – on advertisements;

houses in multiple occupation; housing in the countryside; wind energy

development; chalets and huts; forestry and woodland; and small

settlements – were published for consultation. A further two SG, relating

to the historic environment and biodiversity and landscaped have been

drafted and approved for consultation. These two SG consolidate eight

current supplementary guidance documents, illustrating our intention to

provide more proportionate advice.

The programme of reviewing and re-adopting our supplementary

guidance, including masterplans, development frameworks and planning

briefs, will continue following the adoption of the local development plan.

Supplementary Guidance: https://tinyurl.com/y7rksh2e

https://tinyurl.com/y7rksh2e


29

Land Supply and Development


Established housing land supply (units) 7653 7364 7030 1 Most up-to-date approved figures. The 2017-18 figures are

from the 2017 Housing Land Audit and Employment Land Audits. The base date for these audits is 30th June 2017. 5-year effective housing land supply – programming

(units) 1624 2025 2217

5-year effective housing land supply – total capacity (units)

new new 6641

5-year housing supply target (units) 2080 2080 2080

5-year effective housing land supply (years) 3.9 4.9 5.3

Housing approvals (units) 264 124 125

Housing completions over last 5 years (units) 1540 1564 1490

Marketable employment land supply (ha) 60.55 74.3 75.2

Employment land take-up (ha) 0 2.9 1.4


30

PM14. Legacy Cases


Number of cases cleared during reporting period 13 9 25

Number remaining 32 35 25

2016/17 We were rated amber last year by the Scottish Government for our performance in concluding old (older than one-year) planning applications and reducing the number of these ‘legacy’ cases, with the number of such cases rising. 2017/18 Measures to address timescales for determining planning applications, set out in the 2017/18 Planning Service Improvement Plan, in addition to a concerted effort to resolve legacy cases has resulted in a significant increase in the number either concluded or withdrawn – 25 in total – during 2017/18 and a reduction in remaining cases: also 25. Of the 25 cases cleared in the 12 months to 31st March 2018, 14 had been submitted in 2015 or before, including two applications submitted in 2007. Nineteen of the 25 remaining legacy cases were submitted in 2015 or before, with six applications becoming legacy applications during 2017/18. Clearing legacy cases continues to be a key focus.

0

10

20

30

40

Number of cases clearedduiring the reporting period

Number of legacy casesremaining at 31st March

2015-16 2016-17 2017-18


31

Part 3 – Service Improvements

Delivery of service improvement actions committed in previous year

Frontloading Improving Determination

Timescales Meeting Customer

Expectations Minimising Risk Learning and Development

Commitment Progress

Frontloading

Promote the provision of pre-application advice and improve the certainty and quality of advice offered

Take steps to embed provision of two levels of pre-application

advice: formal and informal through promoting of new ‘Toolkit for

Planning Procedures’, liaising with Architects and monitoring of

practices

As part of further pre-application improvements, promote

Certificate of Lawfulness to provide enhanced certainty to

customers

New pre-application service fully operational from 31st December Service Charter subsequently finalised and disseminated. This should translate into performance improvements from August 2018.

Now being promoted. Will review numbers received and pre-app advice given to ensure consistent approach across team.

Quality assurance provided at point of submission

Tailor terms of consultation responses that are sought based on initial assessment of proposals before consultations sought.

As part of lean review of planning application processes, review arrangement for undertaking consultations.

Further simplification of development descriptions

Partially implemented by officer follow up email. Will seek to streamline through Uniform to tailor consultation at point of consultation being sent. Simplifications now rolled out. However, following consultation with Architects will hold further workshop with Allocators to review descriptions.

Management of pre-application process meet resources and provide good quality of service to customers

All PANs are issued with reports and decision notices

Not yet started.


32

Pre-applications are coordinated through planning support for recording and allocated by Team Leader;

Pre-apps are monitored for response times, quality, cost and service impact.

Fully implemented

Partially implemented – pre-apps are monitored for response times but not yet measuring cost and service impact.

Improving Determination Timescales

Compress timescales for planning application handling

Introduce Enterprise software to allocate and proactively monitor case work

Map existing business processes and introduce lean processes to minimise doubling-handling

Monitoring of Enterprise to identify any blockages

Fully operational with weekly seniors meeting reviewing. Partially implemented. Lean processes introduced through fully digital handling. Not yet fully mapped out all DM business processes. Operational.

Improving performance by promoting performance responsibility

Introduce exception reporting where case work has gone over tailored timescale

Partially implemented

Improve performance through tailored arrangements for Major and Local Developments

Improve fast-track arrangements, supported by a Service Standard for Local Developments

Introduce process changes focussed upon providing reliable timescales and certainty, supported by a Service Standard for Major Developments underpinned by project management

Fully operational from June 2018 Processing agreements now standard for major developments together with service standard.

Meeting Customer Expectations

Ensure consistency and improve transparency involved in planning decision making

Review standard conditions and build into IDOX

Review Reports of Handling and develop templates through rollout of Enterprise

Introduce Reports of Handling for all applications e.g. for Listed Building Consent

Work in progress Partial simplification of Reports of Handling but still to develop Reports of Handling for all application types and further simplify.


33

Improve transparency of decision-making

Develop ‘Planning Procedures Involved in Determining Applications’ Toolkit including a review of Planning Scheme of Delegation

Fully operational from June 2018. Should translate into performance improvements August onwards. Will review December 2018.

Provide for consistent customer handling

Develop Service Standards for: Local Developments, Major Developments, and High Hedge applications

Service Standards for Local and Major Developments complete.

Revisit information management

Develop a data handling system

Partially complete with review as part of introduction of GDPR.

Minimising Risk

Shift resources in planning enforcement towards pro-active monitoring of priority areas

Introduce a risk register for planning permissions for substantive development proposals that involve conditions that require to be implemented after the commencement of development and through the life of the development

Introduce arrangements through ICT to trigger requirement for compliance with post-commencement conditions

Partially complete with review of high risk environmental projects. Major project to commence December 2018 to introduce systematic condition

Learning and Development

Supporting skills development

Rolling programme of ‘Show and Tell’ seminars by a ‘Learning Champion’

Complete and operational


34

Planned Service Improvements in 2018/19

Commitment

Frontloading

Review of CLUDs and pre-apps for CLUDs

Tailor Uniform to consultation requirements

Review development descriptions to ensure consistency

Issue PANs with Decision Notices

Review cost of pre-app service and plan app response times to establish added value from the service

Improving Determination Timescales

Complete process mapping for all parts of development management

Complete each quarter 2018/19 with exception reporting and clockstopping within 2 weeks of close of period

Prepare protocol for legal and planning services dealing with legal agreements.

Meeting Customer Expectations

Work with communities to review arrangements for engaging on planning applications, including seminars on revised planning procedures that provide for more hearings and automatic refers to Panel.

Review Admin Support, including process mapping, to develop Gateway Service

Conclude service level agreement with Stirling Area Access Forum

Review Enforcement Charter in consultation with Elected Members

Review standard conditions including loading into Uniform

Introduce Reports of Handling for all applications and simplify existing.

Complete good practice guide for dealing with suspected bats and applications involving flues.

QA information loaded onto E-file

Complete review of data management handling

Develop aids to assess proposals in Conservation Areas including flow-charts, templates for pre-app enquiries, including review of conservation area decisions, response times etc.


35

Minimising Risk

Publish risk register of major environmental projects for publication

Report and publish s75 register

Implement conditions monitoring to trigger post-commencement conditions

Workforce Information

Tier 1

Chief Executive Tier 2

Director Tier 3

Head of Service Tier 4

Manager

Head of Planning Service See Appendix 2

Headcount FTE Staff Age Profile Headcount

RTPI Total RTPI Total

Development Management 5 8 5 7.6 Under 30 2

Development Planning 5 5 5 5 30-39 5

Enforcement 1 2 1 2 40-49 11

Specialist 1 4 0.5 2.1 50 and over 10

Support 0 8 0 7.6

Planning Committee Information Committee & Site Visits Number per year

Full Council meetings -

Planning committees 17

Area committees n/a

Committee site visits 4

Local Review Body 9

Local Review Body site visits 6


36

Key

Performance meeting target Performance not meeting target * Corrected figure Performance improving Performance maintained Performance declining Number increasing Number decreasing

The PPF also reports on ‘National Headline Indicators’ – developed by Heads of Planning Scotland to measure and promote a successful planning service, and ‘Official Statistics’ – planning authority performance data collected quarterly by the Scottish Government Communities Analysis Division on the detail of planning decisions and timescales. These indicators and statistics are presented within the PPF with the symbols on the left used to provide additional detail and context.

Performance Markers

1. Decision-making 2. Processing Agreements 3. Early Collaboration 4. Legal Agreements 5. Enforcement Charter

6. Continuous Improvement

7. Local Development Plan

8. Development Plan Scheme

9. Elected Members engaged early

10. Stakeholders engaged early

11. Regular and Proportionate Advice

12. Corporate working Across services

13. Sharing good practice, skills and

knowledge

14. Stalled sites/legacy sites

15. Developer Contributions

Demonstrating a high-quality planning service

A. Quality of Outcomes B. Quality of Service and

Engagement C. Governance

D. Culture of Continuous Improvement


37

Appendix 1 – Supporting Evidence

Supporting evidence is signposted throughout this PPF Report and has been brought together as a single list here:

Local Development Plan webpage: https://tinyurl.com/StirlingLDP2

DPEA Case Details: https://tinyurl.com/StirlingLDP2Exam

Housing Land Audit: https://tinyurl.com/StirlingHLA16

Employment Land Audit: https://tinyurl.com/StirlingELA16

Planning Enforcement Charter: https://tinyurl.com/StirlingPlanEnforceCharter2016

Development Plan Scheme (October 2016): https://tinyurl.com/StirlingDPS

Previous PPF Reports & Feedback: https://tinyurl.com/StirlingPPF

Planning Service Improvement Plan: https://tinyurl.com/StirlingPSIP

Case Study Overview

Case Study Topics PPF7

Reference Case Study Topics

PPF7 Reference

Case Study Topics PPF7

Reference

Design A1, A2 Economic Development A2, C1 Performance Monitoring D1

Conservation A2, B3 Enforcement Process Improvement B1, B2, C5

Regeneration A2 Development Management Processes B1, C5 Project Management

Environment Planning Applications A1 Skills Sharing B3, D2

Greenspace Interdisciplinary Working A1, A2, C1, C4

Staff Training C1, D3, D4

Town Centres Collaborative Working A1, A2, B2, B3, C4

Online Systems C5

Masterplanning A1, A2 Community Engagement B2, B3, C2 Transport A2

LDP & Supplementary Guidance Placemaking A1, A2 Active Travel

Housing Supply Charrettes Other: please note

Affordable Housing Place Standard Accessibility B2

https://tinyurl.com/StirlingLDP2

https://tinyurl.com/StirlingLDP2Exam

https://tinyurl.com/StirlingHLA16

https://tinyurl.com/StirlingELA16

https://tinyurl.com/StirlingPlanEnforceCharter2016

https://tinyurl.com/StirlingDPS

https://tinyurl.com/StirlingPPF

https://tinyurl.com/StirlingPSIP


38

Appendix 2 – Corporate Structure

Further Information

Please contact:

Planning Services

Teith House

Kerse Road

Stirling

FK7 7QA

Telephone: 01786 233660

e-mail: [email protected]

Formats

Copies of this report are available by request in a range of other languages, large print and on audio tape. To request

articles in any of these formats please email or call 0845 277 700

mailto:[email protected]

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